Both people and organizations differ and that is why there is no single effective management and cooperation strategy. The key to managerial effectiveness is the awareness of one’s managerial style – both the strengths the limitations – and learning to have a positive influence on others. Our training consists in working on individual managerial competencies, while taking your personality profile into account, so that you can grow by using your best resources without falling back into old patterns.
Has an employee ever left your company despite claiming loyalty and commitment? Are you getting tired of conflicts in your team or low motivation to work and wondering how to evoke commitment and the right attitude? Or maybe your team is expanding and you do not have as much time to get to know the employees, their motivations and needs, and you are searching for a solution on how to work with different personalities and develop individual co-workers?
The managerial Leader’s Everest training helps to understand various personalities, while giving an answer to questions why do people do what they do, say what they say or make certain decisions. Working with personality profiles helps to define what kind of support or cooperation style each person needs from their manager (which usually differs from the manager’s), in order to maintain a high level of engagement, how to foresee misunderstandings and respond to them constructively.
greater awareness of your strengths and weaknesses in the context of managerial competencies, including delegating, support, ensuring compliance with standards, competencies development etc.
understanding how others can perceive you and why
developing an action plan to develop competencies
delegating
providing support
ensuring compliance with standards
rewarding
communicating with employees is important but we focus on how a manager with a specific DISC profile may naturally communicates with their employees, what their strong suits and limitations are, what they should pay attention to while interacting with people with different DISC styles;
managers are supposed to delegate, but we focus on what elements of delegation they will find easy (considering the DISC D3 profile) and what will constitute a challenge and how to overcome it, etc.
the manager has to give feedback but what we focus on is how often, in what form should it be done while taking your behavioral profile and an individual employee’s profile into consideration.
the DISC D3 Model
Team analysis
Identification of key behaviors (starting point for recruitment and employee competencies development)
Reacting to difficult behaviors
Team meeting scripts
Why do some people take the initiative and others act reactively, why do some of us focus on possibilities and others on problems? Why are you getting on with some like a house on fire and working with others is a real challenge? Are employees’ behaviors measurable and can they be predicted?
DISC D3 surveys are not only a scientific behavior model and a psychometric tool intended for use in any HR process, but also a philosophy of cooperation and an approach to human beings.
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